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Procedia - Social and Behavioral Sciences 207 (2015) 50 58

11th International Strategic Management Conference 2015

Study Of Organizational Life Cycle And Its Impact On Strategy

Formulation
Farideh Rahimia, Saeed Fallahb
a

AmirKabir University of Technology, Tehran, 1591634733 , Iran

b
Tarbiyat Modares University, Tehran, 1591634733 , Iran

Abstract
Internal and external factors are examined in formulating the organization's strategy to identify opportunities, threats, strengths and
weaknesses, and to determine the organizations different goals and strategies at different levels based on them. Organizational
lifecycle chart with four general stages including creation - infant - adolescence and senility is one of the best tools that can indicate
the current status of the organization by studying the organizational behavior, and contribute to better development of strategies,
marketing and financial plans, etc. Disregarding the organizational lifecycle chart by the executives is one of the issues that impede
the satisfactory implementation of the related strategy. In this study, we examine the life of the organization and its impact on
formulation of the strategy. The research population consists of the banking system of Iran and the statistical sample is the experts of
Iranian banking system, and a standard questionnaire was used to collect data. At first, we examined the position of the two
organizations and in the comparison of the two organizations, we have tried to express the problems and conditions governing the
organizations and deal with the importance of organizational life. Assessment of the life cycle of two Iranian banks and analyzing
their position in each of the stages of life cycle and providing practical solutions are important result of the research.

2015 Published by Elsevier Ltd. Selection.

2015 Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of the International Strategic Management Conference
Peer-review under responsibility of the International Strategic Management Conference
Keywords :Organizational Life Chart; Strategy Formulation; Organizational Position; Business Management

1. Introduction
In the contemporary turbulent world where environment changes have proven a rapid growth, the management of various
organizations cannot be uniform with regard to the circumstances (Zomorodian, 1998) Today, countries are so linked
and interdependent in the fields of manufacturing, industry and commerce that no state can become successful in the

Corresponding author : Email address: saeed.fallah@ aut.ac.ir

1877-0428 2015 Published by Elsevier Ltd. This is an open access article under the CC BY-NC-ND license
(http://creativecommons.org/licenses/by-nc-nd/4.0/).
Peer-review under responsibility of the International Strategic Management Conference
doi:10.1016/j.sbspro.2015.10.152

Farideh Rahimi and Saeed Fallah / Procedia - Social and Behavioral Sciences 207 (2015) 50 58

international markets without new methods of management, which have gained strategic aspects (Bowman, 1995). Thus,
every organization needs a strategic program. This program is ongoing and developing as a continuous work program
(Jafari et al., 2009). Strategic management of the art and science of formulation, is the implementation and evaluation
of decisions that accompany the organization in achieving its goals (Porter, 1999) Developing the strategy is the
identification of opportunities, threats, strengths and weaknesses of the organization that are investigated through
common tools including SWOT matrix . Following that, the mission and vision of the organization are determined, and
with the help of various tools, internal and external factors are determined are identified and based them, strategies and
goals are determined at all levels of the organization (David, 2011). With a review of the past and deliberating on the
ideas of the great, the importance of formulating the strategy in organizations becomes more and more evident. George
Steiner, management professor and a co-founder of the California Management Review in 1997, pointed out the
importance of the strategy formulation in his book Strategic Planning, and considered that as a series of activities
necessary to achieve organizational goals to help executives. Henry Mintzberg, one of the renowned scientists in
management, in the book the Rise and Fall of Strategic Planning, in 1994, summarizes the strategy in four main
principles:
The program that moves the organization from a point to a more favorable is a paradigm for the actions taken over
time, and a position for the organization; as an example, decisions to introduce special products in a special market and
the attitude that refers to the prospect ahead. Michael Porter Professor of strategy at Harvard defined Strategy in an
article titled Harward Business Review, as selection of different series of activities to deliver a unique value. It would
be possible to consider a more accurate plan for the future of the organization using strategy and the tools to formulate
it (IFE, EFE, PEST, etc.); a future, characterized in light of the current state of the organization.
Lifecycle Chart is a method that helps better understand the current state of the organization. All beings in life, including
plants, animals and humans have life cycles continuing from birth to death. These creatures are born, grow to reach old
age and eventually die. According to the life-cycle theory, firms and businesses also have a life cycle in each step of
which they adopt different policies. In other words, it indicates the growth and aging of businesses based on their
controllability and flexibility. Businesses are so flexible in their youth (growth stage), but are uncontrollable in most
cases, and finally, the ability to control will decrease with aging (the fall) (Adizes, 2011). With the need for organizations
to have a long-term program that will bring them to a better point than today, and the impact of this situation on how to
formulate the strategy, it would be necessary to provide a better strategy, marketing plans, patterns of behavior and
human resources, cash flow and overall financial impact on business management, so that to attract managers to review
their organization on the life chart before formulating the strategy. Of course, the progression of organization from one
stage to another will not be easy, so we need leaders and managers who can help the organization grow and develop and
prevent aging through bringing about balance (Adizes, 1999). Problems are natural results of changes. Following
changes in every stage of the organization, we will face small and large challenges that can be classified into two normal
and abnormal categories according to status conditions of the organization. The success of organization members in
solving the problems and challenges helps the organization better prepare to face bigger problems in the future. So, the
more the changes made towards growth and development of the organization, the more the problems. As a result,
managers must be prepared for the sudden and abnormal challenges. Hence, it is necessary to focus all their ability on
the ability to organize, and through timely decision-making in different situations, they can contribute to the progress of
organizations, create value and competitive advantage among its competitors.
2. Literature Review And Hypotheses
With an overview of the activities and the articles collected in the context of the life cycle, once again we note that
important factors will affect each of the stages of the life cycle. (Jamshid Nazemi and Ali Bagheri, 2011), in an article
titled "Organizational life cycle and IT growth stages theory", referred to the development and application of "Safa"
(Information Systems / Information Technology) at the present time, and considered its use as part of the business
requirements. The alignment and coordination of IT with the requirements of business affects the efficiency of
management in organizational life spans. Organizations take different attitudes to the use of IT in different periods, and
their facing with unique challenges lead to similar experiences in the utilization of information technology in each of
the stages of life. The role of Safa and its development in organizations has been of interest to researchers, and its
development using hierarchical model (Anthony, 1965) is one of the first analytical models in this regard (Nolan, 1973).
(Sian Oun and Alfred Iason, 2009), in their article "The life cycle of the organization and M & A activities ", referred

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to significant positive correlation between the amount of the transactions and the revenue of the organization and the
negative impact of tenders on the organization's life cycle. (S. ShamsAldin Alizadeh, et al, 2008), in an article entitled
"The Life Cycle Model of the organization and its Application in Strategic Management HSE" refers to the importance
of the life cycle of the organization in HSE Management System and notes that through determining the status of the
organization, it would be possible to obtain the measures to be used in the future for the establishment, implementation
and maintenance of the systems. (Fereshte Asghari and Mohammad Bagheri, 2013), in the article "Study of coordination
between the business strategy and market orientation under LC", studied the present variable and uncertain conditions
of the organizations to come into development and noted that in this condition, not only the organizations should expand
their tangible and intangible resources and internal capabilities, but should respond to environmental changes by further
attention to the environment and by enhancing their competitive power, strengthen their position among the rivals.
Constant environment changes threaten the survival of organizations in different forms. Market orientation, as a strategic
approach can enhance the performance of the organization. Market orientation is learning about the market and using it
in marketing efforts. As a corporate culture it often provides acts necessary to efficiency and effectiveness and by
establishing a clear understanding of customers, business organizations and business environment, makes it possible for
the enterprises to gain necessary behaviors. The efficiency of the company is meant as the organizational elements and
their levels of compliance with marketing strategy and environment that is divided to three categories including
organizational structure, strategic behavior of the organization and the main pattern of the organization (Kottler, 2007).
Results indicate that the organizations will benefit from a prospector strategy to introduce their products and have a
strong presence in various markets. Organizations that are in the growth phase and want to maintain their market share
and dominance use an analyzing and marketing strategy. In mature stage, organizations with a distinction-oriented
strategy differentiate their product or brand and take a series of market orientation measures aimed at persuading
customers to buy again, increase customer satisfaction and loyalty, and protect their position. At the fall stage, with the
decrease in sales, the companys expenses increase. Therefore, to reduce the cost and asset base, with the implementation
of policies such as the sharp drop in the price of their product or through further extended operations with the aim of
driving out the weaker competitors they can maintain or even increase their market share.
3. Methodology
The paper made is analytical with respect to the content and with the aim of improving the structures and patterns used
in the science of strategy and development of practical knowledge in the study of organizational life and its impact on
strategy formulation relying on fundamental research and past papers is classified as a practical paper. In this study, a
standard questionnaire containing 76 questions was used to gather information. Given the specialized nature of the
subject, the questionnaire was filled by five experts from each of the two public and private banks, and the results were
analyzed with reference to the key of questions.
4. Organizational Life Cycle
Given the importance of the organization in organizational life chart and its direct impact on strategy formulation and
the executive procedure of the organization, we have tried to double the importance of this issue by proving the
importance of all aspects and through analysis of samples. The most ideal situation to measure the progress of the
organization would be its output, which has a more considerable importance than employment and sales (McDonald et
al, 2009). Life cycle theory, also applies to cases such as products, market, technology, and industry. Therefore, by
positioning each of these factors in the curve, we can have a clear picture about the measures to be taken in the future.
It should be noted that several factors such as mission of organization, technology, organizational structure, corporate
ownership, market status and many other factors are directly involved in the formation of each of the stages of lifecycle
of the organization (Ahmadi, 2010). Strong marketing programs to sell most of products and keep customers are one of
the achievements in this direction. Many executives believe that the company should not have to pay expenses at every
level of profitability to attract every customer, but it should spend its limited resources to catch and keep key customers
optimally (Blatberg, 2001) .paying attention to the customer and his values is a factor regarded by the organizations and
can be achieved through a formulated plan. Impacts of comprehensive management approach on customer-orientation,
participation and creativity of staff, enhancement of organizational structure, reducing costs and increasing efficiency

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and profitability have been proven through comprehensive investigations (Malayeri et al., 2013). Executives try to keep
the organization at growth level and move it toward maturity. The shorter the time between growth and maturity, the
higher the importance of R&D activities (Adizes, 1979). The rate of delegation in the organization is one of the most
important factors involved in management and has a direct relationship with organization lifespan. According to the
studies, delegation can be both natural or detrimental (Adizes, 2004). With the help of delegation, the organization
moves from rapid growth to maturity. Accelerating the decision making and allocation of more time for strategic
planning and creation of policies are some of the benefits of delegation (Rasooli, 2013). To identify the position of the
organization on the curve of life, first, it is necessary to identify the major features an organization has in various stages
of its life cycle. To do so, first the key factors that change during the transition of an organization through its lifespan
and through which the organization change should be specified. For this purpose, by checking the previous models and
using the ideas of experts, all the factors affecting the transition of the organization have been collected and classified
according to common points (Dr. Sirous et al, 2002). The factors are listed in Table 1.
Table 1: Factors influencing on the transition of organization through different stages of its lifecycle

Providence

Risk taking

entrepreneurship

Conservatism

Predictability and control

Permission for doing new works

Human Resources

Creativity and innovation

Criteria of evaluation and hiring staff

Efficiency and effectiveness

responsibilities and powers in organizational

structure

The flexibility of the organization

organizing and Mechanization

funding and liquidity

Goal setting and planning

Control of management on the organization

product or service
sales and market share

Consequences of changing the Leader

Public space and the organization environment

As mentioned, organizational life chart is composed of four general stages among each of which there is a special stage
with differentiated features. With the choice of an idea, the organization is created; a new step that requires commitment
and risk taking by the founder. It is important to bear in mind at the beginning of the route that if the founder establishes
the organization only with the goal of creating a successful return on investment and profitability, he will not be
successful, because return on investment is seen as a constraint and not a driver. This makes the founder disappointed;
However, if attention is also paid to meeting the requirements of people and the rate of demands as well, he would seek
gaining experience and achieve correct solutions. This would have a positive effect on gaining the given profit. As a
result, with the transition of organization from growth to the fall of quality, the quality of profit increases (Reza Gholi,
2013).
After acceptance of a level of risk, the organization enters into the infancy stage and it is tries to change the ideas into
reality by appropriate liquidity and higher sales. During the cycle, changing parameters such as Initial instability,
anxiety, awareness, acceptance of change, integration, etc. become obvious especially in infancy (Max Maher Shora,
2006). Sufficient liquidity and sustained commitment of the founder is very important at this stage. Costing system
based on activity of 105 companies indicates that the liquidity management during growth and maturation is considerable
(kalonki et al, 2008). Also the investment of investors at any stage of the lifespan of the organization affect the

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management system of the company particularly at growth and development stage (Silvola, 2008). When the
transactions with customers, cash flow, access to raw materials and production are balanced, it will be prepared to enter
the phase of rapid growth. This is an opportunity to turn ideas into action. At this course, the organization can not only
survive but can also develop, no lack of liquidity is felt, and sales are increased. These conditions can lead the founder
to pride and to forget the problems of infancy. In such circumstances, priorities of the organization will be numerous.
The manager seizes every opportunity.
According to Adizes in the book "Genesis and mortality of organizations", it should be considered that many priorities
means no priority.
The features of this period include the one that the organization acts in the events in a reactive way, the opportunities
run the organization and division of tasks is done based on the availability of people. At this level, the delegation is one
of the things that is hardly done due to the pride or lack of confidence by the founder, and there is the possibility of
emergence of traps by the founder. But it is possible to delegate to various sectors and to identify the path, in order to
enter a period of puberty. At maturity, the organization will continue to operate independently of its founder. The
company must change their goals from "more is better" to" better is more". This means that a series of continuous and
formulated activities must be done (Adizes, 1979). Responsibilities, powers, regulations and written rules must be
clearly defined. Following the delegation of powers and formulation of regulations, sometimes contradictions emerge,
respect and trust between individuals fade, and even leads to creative and innovative peoples leaving the organization.
Lack of proper behavior paradigm leads the organization to a state of premature aging. After passing through this period,
the organization enters a stage in which it has the maximum potential. This is an optimum point of the curve of the
organization in a position between controllability and flexibility. Under these conditions there is a perfect balance in the
organization. Lack of trained staff may be felt. However, it should be noted that evolution does not mean reaching the
peak, but it means that the organization is growing. Evolution is a process not a purpose. Stability is the first period of
senility in an organization. The system has reached its final growth. Not much passion and entrepreneurial spirit and
change will be seen, and because of the prolonged period of stagnation, the organization is forced to enter the aristocracy.
At this stage, financial resources are spent to control the profitability system of the organization. Common procedural
matters of dress, titles and traditions prevail. With observing loss of market share, profits, etc., the organization enter
its initial bureaucracy. Under these circumstances, conflicts and suspicion within the organization rise and people look
for answers to the question "Who is guilty?"
In the end, gradually the affinity of the organization with the environment decreases and the lack of control is felt and
bureaucracy and death arrive. Thus it becomes clear that what is desirable in one period of the organization may prove
unjustified in others. Adizes defines four essential roles for the survival and continuity of the activities in the course of
organizational life and believes that these roles will lead to a change in the quality of the decisions of the organization.
By decision quality it is meant that after its entry into force, the organization becomes efficient and effective in the short
term and long term. These roles include: (P) pragmatic role in the organization that represents the effort to accomplish
the organization's purpose; (A) is to manage organizational administration that is synonymous with the creation of the
system, regulation and planning. (E) entrepreneurial role and trying to survive, which means creativity and risk taking
instead of reactive behaviors in to changes toward the environment. (I) Integration and cohesion of the organization,
which represents an attempt to gather and integrate activities and create a common culture.PAEI roles listed on life curve
determine important roles at any stage of organizational life cycle in accordance with the definitions. Every character of
PAEI in capital letters means its emphasis and importance at that stage, and any small character indicates the faded role
at the related period.
5. Data Analysis
5.1. Bank A
According to information obtained from the questionnaires, bank A has passed the creation and childhood period and
considering the existing conditions, it is at the stage of rapid growth; a condition in which the ideas have got close to
reality.The organization has caught liquidity and the rate of sales would increase, and in addition to continuity of life,

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the organization has got the possibility to develop. The founder becomes proud because of his progress, liquidity and
higher sales. Measures should be taken to regulate the organization and prevent the founder trap, See Fig. 1.

Fig. 1.A and B Bank Position On Organization Life Chart

5.2. Bank B
According to the results of the questionnaires, Bank B is at the stage of maturity of an organization; an important and
necessary step that if it is ignored, it may lead to lag. On the other hand, by awareness of the existing conditions, the
stage can be set for entry to the next level. At this stage, the organization is subject to a rebirth independent of its founder.
Instability in the organization, mal-coordination in incentive systems increase in this period. The appearance of conflicts
between the partners and the decision makers at this stage is quite natural and with a regular administrative system and
efficient management premature aging can be prevented.

6. Comparison Of Life Cycle Between Two Iranian Bank

Bank A's liquidity and position is rising by its passing the rapid growth stage. Conditions appear to be ideal situation,
and this leads to pride in the founder. He seizes every opportunity to attract the market and invests. Forgetting the
problems of childhood, doing something different and lack of priority are the problems found at this organization. That
is at the same time that the bank B is experiencing a rebirth with reaching the stage of independence from its founder.
In addition, the organization has no problem in terms of liquidity. Effort is made to rely on written instructions and
planning in order to achieve a more objective assessment of potential opportunities and choices and, if necessary, the
organization will invest. By examining the answers of respondents, we come to the conclusion that Bank A acts in a
reactive way and Bank B acts based on predefined planning. This has resulted in that Organization A is controlled by
the environment and does not put itself in good condition through planning. On the other side, the planning and executive
procedure of Bank B has made the environment controlled by the organization. Referral of tasks at Bank A is based on
access to people and at Bank B based on the merits. Delegation is the process of transfer of responsibilities to lower
levels of the organizational hierarchy and making commitment in the employees to do their duty, which may be making
decisions or implementing decisions. When the task is to implement a decision that has already been adopted and the
given power is tactical in nature, it is called delegation, and if the task involves making decisions and doing the work, it
is decentralization.
By delegating the power and creating the hierarchical process, Bank B allows decision-making by each section, but by
reviewing the situation in Organization A, we see that because of emotional management decisions and lack of process

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control system, delegation has not been properly done, because the director feels he would lose his control over things
and conditions and prefers to be the final decision maker. This is the stage that involves the founder in a serious crisis,
because the organization is ready to become alien with its founder. So if the delegation is done through following
regulations and written properly, the organization has the chance to pass through this stage and become mature.
Otherwise, with the interference of managing director with all affairs, lack of legislation and official policy or violating
the laws and written regulations, the organization will be engaged in "trap of founder" and cannot make the transition to
the next stage.
The Organization B has grown so large that the administration has become specialized and can no longer be
administrated by one person. Relying on written laws and regulations, the organization has delegated the authority and
has passed through it with respect of the hierarchy. This means that it has successfully passed the founder trap. But the
important point is that organizational behavior and respect between employees, and managers of both organizations has
changed and creative, innovative and entrepreneurial people intend to leave the organization or have been dismissed.
The leave of these people can result in serious effects. The Organization B has been affected by premature aging. It is
possible that efficiency increases for a short period of time, but there the required effectiveness does not exist. Under
these conditions the behavioral paradigm is gone from the organization, and with this effect at puberty, then the
organization will lose potential to go to next level and does not go to the evolution phase. Both organizations have the
potential to enter the next stage. Organization A will have a good future by managing the delegation and can seize the
conditions to enter maturity by creating a control system and not be stuck in the founder trap. But Organization B will
face with crisis with respect to the matters mentioned, and will not expect good conditions.
7. Conclusion
By examining Organizations A and B, it was tried to specify their original position on the organizational life chart. The
existing problems were also evaluated in their current situation. Organization A by maintaining its position at rapid
growth stage and by determining the rules and the authority provides the possibility to grow. At this stage, since P is
stabilized before, E should be developed to come up with new ideas and creativity and grow. For Organization B, the
possibility of changing the goals is established at maturity, because changing the professional leadership and
management toward better quality may make the founder leave the organization. In this case, the organization will not
benefit from creative thinking of the co-founders and will suffer from premature aging and PaEi will change to PAEi.
Now errors and incorrect functions of the organization are specified and from now on the manager/director with the help
of local/external consultants can make more rational decisions in order to adopt the related strategy (reduction - stop Increase) toward mission and goals of development. Organizations mission is properly determined and the position of
the organization on BCG matrix and how to enter into market and communicate with customers becomes clear. Taking
advantage of the marketing strategies, how to create value in the long term and identification of profitable chances will
be possible (Mohammadizadeh, article, website)
After determining the position of the organization with help of price leadership strategy, centralization and focus
strategy, decisions may be made on the process of production, planning to increase product quality, the to determine
the exact target market (Porter, 1999). Considering the current atmosphere of the economy of iran and the world it can
be concluded that Organization A should consider offensive strategies by examining numerous environmental
opportunities and domestic powers. Accordingly, steps can be taken forward by entering the foreign currency markets.
With respect to the internal strengths and major environmental threats in the B Organization, the diversity strategy can
open a new window to the organization.Research proposed to be done in future include the clarification of the
profitability relationship at each stage of the life cycle of the organization and checking the satisfaction of employees in
each of the stages of the life cycle of the organization.
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